A short, concrete webinar series for leaders, change agents, and digital transformation teams navigating change in a fast-moving environment. This webinar series brings leaders and change professionals together to openly discuss transformation fatigue. By sharing real experiences and practical insights. This is intentionally an intimate, interactive series—designed for conversation, questions, and sharing real experiences with peers (not a one-way broadcast).
What you’ll learn – practical takeaways:
In the introduction episode we will touch on: Applying systems thinking, using prioritization techniques, enabling transparency, and measuring transformation value to combat transformation fatigue and bring lasting impact.
Senior Consultant
Senior Consultant
Reinier is Senior Consultant at Highberg. With a strong belief that there is always room for improvement, Reinier is passionate about helping organizations to transform and to improve their business agility.
Fiona is Senior Consultant at Highberg. Her focus is on supporting organizations with how to optimally execute their strategy. This ranges from designing and implementing new organizations to more targeted improvements in current organizations.
Date: March 24 from 11:00-12:00
Episode 1: Portfolio Thinking for Transformations: What to Do First, Next, and Never. Ways to strengthen alignment and storytelling so change feels meaningful and actionable.
Language: English
For whom: The webinar series aims to bring leaders and change professionals together. This might be interesting for you when you are a Transformation Leader, HR professional, Department Manager, Product Owner, Program Manager, Digital/IT professional, Decision maker in Finance and Operations or Supply Chain Experts.
Want to know more? Contact Fiona Munshi (fiona.munshi@highberg.com)
The strain of another transformation
It’s been a few months since the announcement. The company is heading in a new direction and—just like that—the transformation cycle begins again. Two departments are merging, new ways of working are needed, a digital strategy is reshaping the management team, and priorities are shifting across the board.
At first there’s a spark of energy. But as the weeks go by, the pressure mounts: daily work continues, expectations keep changing, and new initiatives arrive at an overwhelming pace. That’s when transformation fatigue starts to creep in.
The symptoms we all feel
A decline in energy and engagement is often the first sign. Momentum becomes harder to sustain. Productivity drops and execution slows as teams try to implement yet another new process or system. Cynicism grows—“How many more times are we going to do this?”—and uncertainty increases. Over time, people disengage, and the transformation loses traction.
Why does transformation fatigue set in?
Fatigue is rarely about one initiative. It’s the accumulation. Change is often handled in siloes, creating fragmentation and confusion. Too many shifts at once—combined with changing priorities—can blur what success actually looks like. New leadership brings new ideas, but without consistent direction and credible sponsorship, teams feel like they’re constantly restarting. And when projects feel ad hoc or don’t deliver tangible results, confidence drops. On a personal level, work is continuously disrupted, with no clear link between the transformation and the day-to-day reality of people’s roles. Without a clear “why” and practical support to adopt new ways of working, motivation diminishes—and change struggles to stick.
“Change is about shifting strategy – and culture is what drives strategy”
At Highberg Digital, we help our clients with their digital transformation journeys. Digital transformation can be seen as a journey that has an impact on the core of organizations and individuals. Each journey has its challenges and for digital transformation, it is the response of people to change. Some embrace the changes while others feel more comfortable with the well-known.
The impact of the COVID pandemic will likely be overestimated in the short term but underestimated in the long term. Creating a responsive, adaptable organization is key to navigating the uncertainties associated with the current crisis’ economic aftermath and any future crises. Yet at the same time, many companies have shown exceptional agility during this period.